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Showing 1 through 5 of 54 records.
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2015 - 17th Annual ILA Global Conference Words: 38 words || 
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1. Haber-Curran, Paige. "Exploring Emotionally Intelligent Leadership as a Framework for Understanding Women’s Leadership Self-Efficacy" Paper presented at the annual meeting of the 17th Annual ILA Global Conference, Centre Convencions Internacional Barcelona (CCIB), Barcelona, Catalonia, Spain, <Not Available>. 2019-06-25 <http://citation.allacademic.com/meta/p1017591_index.html>
Publication Type: Symposium Paper
Abstract: A review of the literature reveals women report lower levels of leadership self-efficacy than men. The presenter will provide findings from a study examining the relationship between college women’s leadership self-efficacy and competencies of Emotionally Intelligent Leadership.

2017 - 19th Annual ILA Global Conference Words: 44 words || 
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2. GuramatunhuCooper, Nyasha. "A Leadership Educator’s Tool: Using the Emotionally Intelligent Leadership Model for Critical Self-Reflection" Paper presented at the annual meeting of the 19th Annual ILA Global Conference, TBA, Brussels, Belgium, Oct 11, 2017 <Not Available>. 2019-06-25 <http://citation.allacademic.com/meta/p1262628_index.html>
Publication Type: Interactive Roundtable Discussion
Review Method: Peer Reviewed
Abstract: This roundtable will explore the use of Shankman and Allen’s (2008) emotionally intelligent leadership model as a pedagogical tool for facilitating critical self-reflection during classroom discussions that focus on controversial current events, such as the mercurial U.S. presidential election, and developing and engaging multiperspectivity.

2012 - UCEA Annual Convention Pages: unavailable || Words: 72 words || 
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3. Woody, Aaron. and Lashley, Carl. "Swing, Self-expression, and Self-sacrifice: Altering the Experience of School Leadership" Paper presented at the annual meeting of the UCEA Annual Convention, City Center Marriott, Denver, CO, Nov 15, 2012 Online <PDF>. 2019-06-25 <http://citation.allacademic.com/meta/p586142_index.html>
Publication Type: Ignite Presentation
Review Method: Peer Reviewed
Abstract: Wynton Marsalis (2009), the jazz trumpeter, says jazz is an opportunity to learn in community. Everyone leads in a jazz ensemble. In schools, participating and living in "time", learning to “swing” lead educators to contribute to a process greater than themselves. Like jazz musicians, they model their passions, principles, and convictions. Leaders and collaborators learn from their fellow performers. In science, the only constant is change. Swinging changes how we understand change.

2017 - DSI Annual Meeting Pages: unavailable || Words: unavailable || 
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4. Dagher, Grace. and Chapa, Olga. "Employee Engagement as an antecedent of Self-Leadership" Paper presented at the annual meeting of the DSI Annual Meeting, Washington Hilton, Washington DC, Nov 18, 2017 Online <PDF>. 2019-06-25 <http://citation.allacademic.com/meta/p1293095_index.html>
Publication Type: Abstract
Review Method: Peer Reviewed
Abstract: The purpose of this study is to study the impact of employee engagement on self-leadership. A total of 200 complete questionnaires were obtained and used in to examine the proposed relationship. Data was collected between n a nonwestern society. A significant relationship was identified.

2011 - UCEA Annual Convention Pages: unavailable || Words: 2267 words || 
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5. Notman, Ross. "Preparing the Leadership 'Self': A New Zealand Context" Paper presented at the annual meeting of the UCEA Annual Convention, Westin Pittsburgh, Pittsburgh, PA, Nov 16, 2011 Online <PDF>. 2019-06-25 <http://citation.allacademic.com/meta/p523715_index.html>
Publication Type: Conference Paper/Unpublished Manuscript
Review Method: Peer Reviewed
Abstract: This paper reviews New Zealand findings from the International Successful School Principalship Project on the personal dimensions of leadership. In particular, it explores strategies for preparing the leadership 'self' in the areas of critical self-reflection, and the role played by one's values systems and motivations in subsequent leadership behaviours.

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